October 2013 Best Practices in Asset Management

Size: px
Start display at page:

Download "October 2013 Best Practices in Asset Management"

Transcription

1 October 2013 Best Practices in Asset Management 2013-R-08

2 ABSTRACT The U.S. Army Corps of Engineers (USACE or Corps) serves the Armed Forces and the nation by providing vital engineering services and capabilities in support of national interests. With environmental sustainability as a guiding principle, the Corps is working diligently to strengthen our nation s security by building and maintaining America s infrastructure and providing military facilities where our service members train, work and live. The USACE is the steward of the fourth largest asset portfolio, by monetary value, of all federal agencies. USACE is responsible for almost a quarter trillion dollars (i.e., plant replacement value) worth of the nation s water resources assets. Water resource development activities, including flood risk management, navigation, recreation, environmental stewardship and emergency response, are a core part of USACE Civil Works programs. These programs are responsible for the Civil Works activities of eight engineering divisions and 38 districts nationwide, employing 294 officers and 23,033 civilian employees who operate and maintain civil infrastructure with a replacement value of $250 billion. The infrastructure portfolio includes more than 693 dams, 4,254 recreation areas, over 12,000 miles of commercial inland waterways, and approximately 926 harbors. The wide range of Corps assets consisting mainly of water resources infrastructure, and the varied levels of ownership and responsibility add complexity to the task of managing water infrastructure assets. The Corps infrastructure portfolio includes massive structures such as bridges; locks and dams; reservoirs; levees and buildings; hydropower production facilities--penstocks and turbines; and other equipment such as boats and dredges. In addition, the Corps owns or controls landscape features including recreational sites channels, ports and harbors. This large, complex mix of infrastructure creates a high degree of diversity, leading to scenarios where recreation sites, which provide highly visible benefits to few campers, compete for asset management attention with large dams, which provide almost unseen benefits to many. Another complicating factor is that the Corps does not own or control all water resources infrastructure. The Corps coordinates with other federal and non-federal asset owners. In addition, under public law 84-99, the Corps has defined responsibilities for infrastructure that was built by the Corps and turned over to others, as well as for qualifying infrastructure constructed by others. Mainly, the Corps is responsible for restoring this infrastructure following an extreme event. This restoration activity competes with other assets for management attention and budgetary resources. Typically, restoration is funded by borrowing budgetary resources planned for other infrastructure. This "loan" is later repaid from supplemental appropriations. This complexity makes management of the Corps infrastructure much more difficult than most organizations infrastructure management and challenges. The intent of this effort is to evaluate all available sources of information regarding asset management practices, including those from other agencies in the United States and international agencies, and locate candidates of best practices in asset management that could be adapted for use by the USACE. This report was prepared by Woolpert on behalf of the Institute for Water Resources (IWR). ii U.S. Army Corps of Engineers

3 ACKNOWLEDGEMENTS The study was conducted by Principal Investigator John Przybyla, Woolpert, Inc. senior vice president. The document has been through eight drafts and was reviewed by nearly 20 individuals, whose help was invaluable in improving the final product. The review team includes the following individuals in no particular order: Dr. Mark Sudol, U.S. Army Corps of Engineers (USACE) Institute for Water Resources (IWR) Wen Chang, USACE IWR Lauren Leuck, USACE IWR Henry Langlois, USACE IWR Norm Starler, former USACE employee Mark Pointon, USACE IWR Jeff Jenson, USACE IWR Lenna Hawkins, USACE Dave Lichy, USACE Steve Cone, USACE Edward Hecker, USACE Eileen Takata, USACE Doug Ellsworth, U.S. Army Engineer Research and Design Center (ERDC) Robert Leitch, USACE Katelyn Noland, USACE IWR Dr. Raed EL- Farhan, Woolpert Bryan Dickerson, Woolpert Steve Schwabe, Woolpert Edward Singer, Woolpert Institute for Water Resources iii

4 This page was intentionally left blank. iv U.S. Army Corps of Engineers

5 Table of Contents Introduction... 1 Background... 1 Driving Forces... 1 Purpose... 2 Asset Management Definition and Vision... 2 Asset Management Source Review... 4 Sources Investigated... 4 U.S. Federal Agencies... 4 International Government Agencies... 4 U.S. Professional Organizations... 5 International Professional Organizations... 5 Software Products... 5 Key Findings of Source Review... 6 Best Practices in Asset Management... 8 Introduction... 8 Best Practice Strategies... 8 Institute of Asset Management - PAS International Infrastructure Management Manual Delft University of Technology/Next Generation Infrastructures Case Studies City of Cape Town Electricity Services Hunter Water Corporation, Australia Watercare Services, New Zealand Seattle Public Utilities Albury City Water, Australia USACE Approach to Asset Management Institute for Water Resources v

6 Introduction Sources Consulted USACE Approach Annual Budget Justification Program Management Plan Civil Works Water Resources Transformation USACE Risk-Informed Approach to Asset Management Comparison of USACE Approach to Best Practices Introduction Consolidated Best Practices Part 1 - Define Requirements Part 2 - Develop Lifecycle Management Strategies Part 3 - Implement Asset Management Recommendations Introduction Recommended Best Practices Changes to Existing Asset Management Plan Potential Staged Implementation Plan Stage 1: Develop an Interim Asset Management System Using Existing Data Stage 2: Develop a Comprehensive Best Practices Implementation Stage 3: Implement All Aspects of Best Practices in Asset Management Potential Outcomes Summary Appendix A Asset Management Source Review Documentation Endnotes References vi U.S. Army Corps of Engineers

7 List of Figures Figure 1: PAS 55 asset management system Figure 2: IIMM asset management framework Figure 3: Mass Spring metaphor of asset management Figure 4: Change in operating costs over time Figure 5: Watercare's asset management organizational framework Figure 6: Albury CC projected capital renewal expenditure Figure 7: USACE Civil Works asset management framework Figure 8: Civil Works Strategic Investment Framework Figure 9: Operational Condition Assessment/Operational Risk Assessment Figure 10: Assigning condition ratings Figure 11: Probability of failure Figure 12: Consequence of failure Figure 13: Impact recovery duration and monetary impacts Figure 14: Typical lifecycle asset cost/value graph over time Figure 15: Typical combined lifecycle cost/value graph over time List of Tables Table 1: Organizations using IIMM asset management methodology Table 2: Performance measures Table 3: Standard asset registry information Table 4: Asset monitoring techniques Table 5: Risk consequence rating system Table 6: Multi-Criteria Analysis scoring system Table 7: Albury City Water service levels and performance measures Institute for Water Resources vii

8 viii U.S. Army Corps of Engineers

9 INTRODUCTION BACKGROUND The U.S. Army Corps of Engineers (USACE or Corps) serves the Armed Forces and the nation by providing vital engineering services and capabilities in support of national interests. With environmental sustainability as a guiding principle, the Corps is working diligently to strengthen our nation s security by building and maintaining America s infrastructure and providing military facilities where our service members train, work and live. The USACE is the steward of the fourth largest asset portfolio, by monetary value, of all federal agencies. USACE is responsible for almost a quarter trillion dollars (i.e., plant replacement value) worth of the nation s water resources assets. Water resource development activities, including flood risk management, navigation, recreation, environmental stewardship and emergency response, are a core part of USACE Civil Works programs. These programs are responsible for the Civil Works activities of eight engineering divisions and 38 districts nationwide, employing 294 officers and 23,033 civilian employees who operate and maintain civil infrastructure with a replacement value of $250 billion. The infrastructure portfolio includes more than 693 dams, 4,254 recreation areas, over 12,000 miles of commercial inland waterways, and approximately 926 harbors. The wide range of USACE assets consisting mainly of water resources infrastructure, and the varied levels of ownership and responsibility add complexity to the task of managing water infrastructure assets. The USACE s infrastructure portfolio includes massive structures such as bridges; locks and dams; reservoirs; levees and buildings; hydropower production facilities--penstocks and turbines; and other equipment such as boats and dredges. In addition, the USACE owns or controls landscape features including recreational sites channels, ports and harbors. This large, complex mix of infrastructure creates a high degree of diversity, leading to scenarios where recreation sites, which provide highly visible benefits to few campers, compete for asset management attention with large dams, which provide almost unseen benefits to many. Another complicating factor is that the USACE does not own or control all water resources infrastructure. The USACE coordinates with other federal and non-federal asset owners. In addition, under public law 84-99, the USACE has defined responsibilities for infrastructure that was built by the USACE and turned over to others, as well as for qualifying infrastructure constructed by others. Mainly, the USACE is responsible for restoring this infrastructure following an extreme event. This restoration activity competes with other assets for management attention and budgetary resources. Typically, restoration is funded by borrowing budgetary resources planned for other infrastructure. This "loan" is later repaid from supplemental appropriations. This complexity makes management of the USACE infrastructure much more difficult than most organizations infrastructure management and challenges. DRIVING FORCES The current USACE Civil Works infrastructure represents a substantial investment of the nation s resources and delivers daily benefits to almost every U.S. household, ranging from water-borne transportation to hydroelectric power, and recreational opportunities to flood protection. As the infrastructure USACE operates ages, it often becomes more difficult and more expensive to maintain to meet performance goals, and to efficiently provide the economic and environmental benefits for which they were designed and constructed. Conversely, the annual federal budget for the USACE Civil Works funding has been flat or falling for a number of years, and the operations and maintenance portion of that budget is not adequate to maintain the current infrastructure over time. Given the current economic climate, significant additional funding is not expected from the U.S. government. This situation, left unchecked, will result in a loss of the integrity and operational capability of this infrastructure over time. U.S. Army Corps of Engineers 1

10 Because of the limited availability and inconsistency of funding for operations and maintenance, the USACE often defers maintenance from its planned (and optimal) time until funding is available. Over time, this results in an invisible, but insidious reduction of the ability of the infrastructure to support its mission. The result is a decrease of performance, increased incidence of operational outages, loss of revenue, and increased risk of catastrophic failure. The USACE is now employing a multi-pronged approach to continue to enable the citizens of the U.S. to receive benefits from these investments. This approach includes: Defining the concept of value to the nation (VTN) from each project in the USACE Civil Works infrastructure. Determining if local government, state, or private organizations might be better stewards of some assets. Utilizing a comprehensive, best-practices asset management approach to provide the most cost effective operations and maintenance of those assets that remain with the USACE. Determining which items must continue to be supported, and which, based on their value, may no longer be supported by the USACE. The USACE Civil Works Strategic Plan for addresses these needs through the USACE Initiative for Sustainable Water Resources Infrastructure. Specifically, Theme 1, Lifecycle Infrastructure Management, incorporates multiple sub-themes which are relevant to this report, including one that is specific to asset management. The USACE understands that when fully implemented, asset management must provide the means to maintain performance and meet the needs of the users of its asset portfolio at an optimized and sustainable overall cost. This document is focused on maximizing the potential for asset management practices to fulfill needs and designed purposes. PURPOSE The intent of this effort is to evaluate all available sources of information regarding asset management practices, including those from other agencies in the United States and international agencies, and locating candidates of best practices in asset management that could be adapted for use by the USACE. The goals of this effort include the following: Review asset management practices. Identify best practices in asset management. Inventory computer-based tools for asset management. Compare USACE asset management approach to best practices. Determine if suitable alternate strategies exist. Develop recommendations for next steps. ASSET MANAGEMENT DEFINITION AND VISION Asset management has many potential definitions. USACE defines asset management in the Program Management Plan for Asset Management as the following: Fundamentally, asset management is a disciplined corporate approach for the management of the USACE asset portfolio. It requires integration and collaboration with all corporate organizations and programs, and their respective activities and contributions 1. The USACE defines its vision for asset management as the following: 2 U.S. Army Corps of Engineers

11 A persistent catalyst for holistically integrating and enhancing the sustainment, restoration, modernization and disposition of USACE water resources [assets] to continually serve the nation. 2 This document concurs with both the definition and vision of asset management as defined by the USACE. U.S. Army Corps of Engineers 3

12 ASSET MANAGEMENT SOURCE REVIEW SOURCES INVESTIGATED A literature search was conducted to locate sources of information on best practices in asset management worldwide. The investigation was conducted primarily through the Internet, although much of the research involved following up on references to items initially located on the web. Research was limited to organizations that managed at least one of the types of assets USACE manages. During the investigation, it became obvious that some of the best practices in asset management have come from professional organizations, so the research was expanded to include the relevant organizations. The organizations selected for research included ten U.S. federal agencies, seven U.S. professional organizations, 13 international professional organizations, eight international government agencies and six software products. For each source, the following information was captured: Relevant asset types included. Documented asset management process. Elements included in the asset management approach. Maturity/sophistication of asset management. Applicability to USACE infrastructure types. The organizations selected for evaluation are as follows: U.S. FEDERAL AGENCIES U.S. Coast Guard (Department of Homeland Security [DHS]) U.S. Navy (Defense Department [DoD]) Bureau of Land Management (Department of the Interior [DOI]) Bureau of Reclamation (DOI) National Park Service (DOI) Federal Highway Administration (Department of Transportation [DOT]) Department of Energy (DoE) Environmental Protection Agency (EPA) General Services Agency (GSA) National Aeronautics and Space Administration (NASA) Tennessee Valley Authority INTERNATIONAL GOVERNMENT AGENCIES St. Lawrence Seaway Management Corporation British Waterways Federal Ministry of Transport (Germany) Ministry of Infrastructure and Environment (Netherlands) Waterways and Sea (Belgium) Infrastructure Australia Institute of Water Resources and Hydro Power Research (China) Public Works Research Institute (Japan) Korea Water Resources Corporation Infrastructure Canada 4 U.S. Army Corps of Engineers

13 U.S. PROFESSIONAL ORGANIZATIONS Federal Facilities Council (FFC) American Public Works Association (APWA) National Association of Clean Water Agencies (NACWA) International Facility Managers Association (IFMA) Association of Physical Plant Administrators (APPA) New Mexico Environmental Finance Center Maryland Center for Environmental Training INTERNATIONAL PROFESSIONAL ORGANIZATIONS World Association for Waterborne Transportation Infrastructure (PIANC) Institute of Asset Management (IAM) Institute for Sustainable Infrastructure (ISI) European Federation of National Maintenance Societies (EFNMS) Asset Management Council (Australia) Institute for Infrastructure Asset Management (IIAM) National Asset management Working Group (Canada) Asset Management Quarterly International (AMQI) International Organization for Standardization (ISO) Global Forum on Maintenance and Asset Management (Switzerland) Next Generation Infrastructures (Netherlands) Centre for Infrastructure Management (Canada) World Congress on Engineering and Asset Management (Australia) SOFTWARE PRODUCTS BUILDER/ROOFER/MicroPAVER (USACE) Harfan RIVA SIMPLE (WERF) Envision (ISI) Infrastructure Optimization (Woolpert) The results of the research are tabulated in a spreadsheet titled Asset Management Source Review, which is provided in Appendix A. U.S. Army Corps of Engineers 5

14 KEY FINDINGS OF SOURCE REVIEW UNITED STATES Information regarding asset management programs of U.S. federal agencies showed that there was generally a high degree of similarity among U.S. federal agencies asset management practices. This is due to many reasons, including the following: Many federal agencies began their asset management implementations in response to Executive Order (4 February 2004), and have remained focused on its requirements. Other than the USACE, few federal agencies manage facilities for primary use by others. Therefore, their requirements and expectations are more similar to each other than to the USACE. The Defense Department military branches all use a similar approach, which is somewhat less sophisticated than the current USACE Civil Works approach. Multiple agencies fall under the umbrella organization of the Department of the Interior (DOI), and DOI agencies generally have a consistent approach. The focus of many federal agencies on the requirements of EO , which is centered on the desire to minimize acquisition and reduce holdings of real property, means that their programs have only limited applicability to the needs of the USACE. Implementation of EO 13327, which is performed by the Federal Real Property Council (FRPC) under the oversight of the General Services Agency (GSA), is by its very nature focused on land and facilities. While this EO is relevant to the USACE activities, it does not include specific methodology for addressing civil-type assets such as locks and dams that can fail if not properly maintained. Its requirements are only applicable as a baseline to the much more sophisticated requirements of the USACE. The Government Performance and Results Act 4 (GPRA), which was enacted in 1993, is designed to improve government project management. The GPRA requires agencies to engage in project management tasks such as setting goals, measuring results, and reporting their progress. In order to comply with the GPRA, agencies produce strategic plans, performance plans, and conduct gap analysis of projects. Although the GPRA was not focused on asset or real property management, it defined a series of implementation approaches that mimic those of asset management. The USACE has adopted both EO and GPRA, and has implemented a number of organizational changes as a result. Both the EO and GPRA guidance together provide elements that should be included in a comprehensive asset management program, but neither provides a complete template. Based on the information available from the agencies investigated, two potential sources of asset management knowledge outside the Department of Defense (DoD) are the Bureau of Reclamation (Reclamation) and the National Park Service (NPS). While both have strong maintenance and asset management programs, neither appears to have implemented asset management in a more sophisticated manner than the USACE. In this case, neither is likely to provide much added guidance for improving USACE practices. However, it is widely known that relatively sophisticated levels of asset management implementations abound in U.S. states (transportation assets) and larger municipal governments (transportation, water and sewer assets). While few of these agencies provide detailed implementation documentation, some, such as the Cities of Seattle, Washington and Columbus, Ohio reference sources from professional organizations as inspiration for their asset management programs. This will be discussed in greater detail below. INTERNATIONAL Although information was gathered from organizations that manage similar infrastructure from across northern Europe and the largest countries in Asia, there was very little detail on asset management 6 U.S. Army Corps of Engineers

15 programs that was gleaned directly from the government sources. Instead, it was discovered that like many non-federal locations in the U.S., the agencies that implemented asset management used information developed by outside professional organizations as the foundation for their programs. ASSET MANAGEMENT IN RESPONSE TO PUBLIC-PRIVATE PARTNERSHIPS The strongest international asset management programs are in the countries in which the central government has made long-term funding for infrastructure asset management a top priority, and has promulgated requirements to both their federal and local public agencies. This was in response to the privatizing of formerly public utility systems and the need for government oversight to maintain longterm viability of these systems infrastructure. Canada, Australia, New Zealand, and the United Kingdom have been leaders in this process. In all cases, this effort spurred the development of peerdeveloped best practices in asset management by professional organizations, which originated in these countries. While many of the countries of Western Europe have implemented comprehensive asset management programs, for the most part, their programs are less sophisticated than those of USACE. This may, in part, be due to the fact that much of their infrastructure was built after World War II and has not required the level of attention of much of the infrastructure of the U.S. PROFESSIONAL/PRIVATE ORGANIZATIONS The best information regarding state-of-the-art practices in asset management comes from professional, or private sector, organizations. Based on evaluation of hundreds of documents from all of the agencies listed above, the following general sources of asset management thought leadership have been selected for in depth investigation: International Infrastructure Management Manual (Australia, New Zealand) Institute of Asset Management (British PAS-55) Delft University of Technology (Netherlands) In addition, other sources of information on best practices in asset management have been evaluated based on specific asset types by the following organizations: National Association of Clean Water Agencies International Facility Management Association SOFTWARE VENDORS Many of the software vendors of products used for asset management developed publications with good insight into innovative practices in asset management. The GIS software vendor Esri is in the process of developing a book titled, Best Practices for Building a Sustainable GIS and Asset Management Integration, which is due to be published in late SUMMARY Through this exhaustive review of worldwide Asset Management practices, standards for best practices have emerged. The best practices are described in greater detail in the following section. U.S. Army Corps of Engineers 7

16 BEST PRACTICES IN ASSET MANAGEMENT INTRODUCTION At one time, the best practices in asset management were limited to designing/ constructing for the long-term, and performing effective preventative and corrective maintenance operations once assets were placed into service. Over time, the understanding of asset management has grown to be very sophisticated and developed into its own discipline. As described above, the best practices in asset management are being employed today in Great Britain, Australia, New Zealand, and Canada. These best practices came about in reaction to the privatization of formerly public utilities that began 20 to 30 years ago. In order to protect the public s interest in the long-term maintenance of the infrastructure, the concept of optimizing lifecycle infrastructure asset costs was developed, and over time refined to the highest level of sophistication. The USACE is now entering a situation somewhat similar to the one that spawned some of these best practices. After analyzing the worldwide sources for best practices in asset management, the following were selected as resources for knowledge: Overview of best practices: Institute of Asset Management PAS-55 Best implementation details: International Infrastructure Management Manual (IIMM) Innovative Research: Delft University of Technology Each of these will be discussed in detail below. BEST PRACTICE STRATEGIES INSTITUTE OF ASSET MANAGEMENT - PAS 55 The Institute for Asset Management (IAM) is the driving body behind the development of the British Standards Institute s Publicly Available Standard 55 (PAS 55) for optimized management of physical assets. PAS 55, which is asset-type independent, provides a 28 point specification for establishing and verifying an integrated whole-life management system for physical assets. It is mostly focused on developing the philosophy and framework to enable asset management, rather than the specifics of any individual asset management implementation. PAS 55 defines asset management as the following: Systematic and coordinated activities and practices through which an organization optimally and sustainably manages its assets and asset systems, their associated performance, risks, and expenditures over their life cycles for the purposes of achieving its organizational strategic plan. 5 This definition is consistent with the USACE s definition of asset management. PAS 55 incorporates a complete set of principles as shown below in Figure U.S. Army Corps of Engineers

17 Figure 1: PAS 55 asset management system. Source: The Institute of Asset Management. 7 PAS 55 is largely limited to describing principles of implementing asset management, rather than how to implement it for a specific asset type. As shown in the diagram, PASS-55 requires development of an asset management policy, which serves as the basis to develop organizational values, functional standards, and requires asset management processes for acquisition, utilization, maintenance and disposal of assets. PAS-55 also requires performance and condition monitoring so that continual improvements can be made to policies and procedures. As such, it provides a viable asset management implementation framework, but virtually no detailed implementation support. The elements of PAS 55 are defined such that they correlate with the requirements of other commonly employed international organizational frameworks including International Organization for Standardization (ISO) (Environmental) and ISO 9000 (Quality Management). There is an active effort underway through the International Organization for Standardization (ISO) to develop three international standards for asset management; ISO (overview), ISO (Management systems) and ISO (Guidelines). These products, which will use the PAS 55, International Infrastructure Management Manual (IIMM), and other international methodologies, are expected to be published in PAS 55 includes a methodology for assessment of asset management maturity. This methodology is often used by organizations to evaluate their progress toward implementation of the PAS-55 elements. U.S. Army Corps of Engineers 9

18 INTERNATIONAL INFRASTRUCTURE MANAGEMENT MANUAL The International Infrastructure Management Manual (IIMM) was developed originally in 2000, and updated in 2002, 2006, and The original development was led by the New Zealand National Asset Management Steering (NAMS) Group and the Institute of Public Works Engineering of Australia (IPWEA). These organizations were spurred into action due to government regulations in both nations that required use of asset management principles to manage infrastructure. Over the years, this document gained worldwide use, and the more recent editions have included contributors from around the world, including Canada, South Africa, and the U.S. Today, it is commonly seen as one of the most authoritative sources of asset management knowledge. Its methodology is in use by hundreds of organizations worldwide, including those listed in Table 1 below: 8 Organizations Using IIMM Asset Management Methodology Severn Trent Water (UK) United Utilities (UK) Aberdeen Harbour Board (UK) British Columbia Hydro (Canada) Network Rail (UK) London Underground (UK) UK Highway Agency New Zealand Transport Agency Transpower NZ Gas Association of NZ NZ City and District Councils (all) Various Australia City and District Councils (250+) Ports Australia Anglican Water (UK) Ontario Provincial Government (Canada) Various Canadian City and District Councils (10+) Scottish Power Scottish Water National Grid (UK) E.ON UK British Columbia Ministry of Transport (Canada) Water Supplies Department, Hong Kong National Grid Transco (NZ) Province of Nova Scotia (Canada) South African Department of Provincial and Local Government Infrastructure Canada Public Works and Government Services Canada City of Portland, Oregon Federal Highway Administration (US) Seattle Public Utilities Seattle Department of Transportation Orange County (CA) Sanitation District Tucson Water East Bay Municipal Utility District, CA Milwaukee Metropolitan Sewerage District City of San Diego BC Transmission Corporation (Canada) CE Electric UK CLP Power (UK) City of Cape Town, South Africa Table 1: Organizations using IIMM asset management methodology. Source: New Zealand Asset Management Support, International Infrastructure Management Manual, (2001). 9 IIMM FRAMEWORK The IIMM provides a much greater level of detail than PAS-55 in defining best practices for asset management. As such, it provides a complete cookbook for the development and implementation of 10 U.S. Army Corps of Engineers

Our Challenging Future

Our Challenging Future Protecting Our Future by Making Advanced Asset Management Decisions < All stories in this section Gregory M. Baird Dec 23, 2011 America s economic dominance as a world power over the past several decades

More information

United States Army Corps of Engineers, Civil Works

United States Army Corps of Engineers, Civil Works United States Army Corps of Engineers, Civil Works Fiscal Year 2013 Federal Program Inventory May 2013 Table of Contents Introduction... 2 Program Inventory... 3 1. Navigation... 3 2. Flood Risk Management...

More information

Real Property Portfolio Optimization

Real Property Portfolio Optimization Real Property Portfolio Optimization Improving and Modernizing Management of the Federal Real Property Portfolio to Optimize Space, Financial Resources and Energy Impact www.pwc.com/publicsector Contents

More information

COMPREHENSIVE ASSET MANAGEMENT STRATEGY

COMPREHENSIVE ASSET MANAGEMENT STRATEGY COMPREHENSIVE ASSET MANAGEMENT STRATEGY APPROVED BY SENIOR MANAGEMENT COMMITTEE ON AUGUST 23, 2012 (TO BE FINALIZED AFTER APPROVAL OF CAM POLICY BY COUNCIL) August 2012 Contents CONTENTS EXECUTIVE SUMMARY

More information

Flood Risk Management

Flood Risk Management Flood Risk Management Value of Flood Risk Management Value to Individuals and Communities Every year floods sweep through communities across the United States taking lives, destroying property, shutting

More information

Flood Risk Management

Flood Risk Management Flood Risk Management Value of Flood Risk Management Every year floods sweep through communities across the United States taking lives, destroying property, shutting down businesses, harming the environment

More information

Asset Management Policy March 2014

Asset Management Policy March 2014 Asset Management Policy March 2014 In February 2011, we published our current Asset Management Policy. This is the first update incorporating further developments in our thinking on capacity planning and

More information

CASE STUDY. City of Grand Rapids Stormwater Asset Management Program. City of Grand Rapids. By the Numbers

CASE STUDY. City of Grand Rapids Stormwater Asset Management Program. City of Grand Rapids. By the Numbers United States Environmental Protection Agency CASE STUDY City of Grand Rapids Stormwater Asset Management Program Overview With increasing pressure to meet water quality targets, address population growth,

More information

a GAO-04-461 GAO WATER INFRASTRUCTURE Comprehensive Asset Management Has Potential to Help Utilities Better Identify Needs and Plan Future Investments

a GAO-04-461 GAO WATER INFRASTRUCTURE Comprehensive Asset Management Has Potential to Help Utilities Better Identify Needs and Plan Future Investments GAO United States General Accounting Office Report to the Ranking Minority Member, Committee on Environment and Public Works, U.S. Senate March 2004 WATER INFRASTRUCTURE Comprehensive Asset Management

More information

Asset Management Primer. the Canadian Infrastructure Report Card

Asset Management Primer. the Canadian Infrastructure Report Card Canadian Infrastructure Report Card Asset Management Primer the Canadian Infrastructure Report Card For more information on this Report Card, or the project, please contact info@canadainfrastructure.ca.

More information

The Asset Management Landscape

The Asset Management Landscape The Asset Management Landscape ISBN 978-0-9871799-1-3 Issued November 2011 www.gfmam.org The Asset Management Landscape www.gfmam.org ISBN 978-0-9871799-1-3 Published November 2011 This version replaces

More information

Town of Mattawa Asset Management Plan. December 2013

Town of Mattawa Asset Management Plan. December 2013 Town of Mattawa Asset Management Plan December 2013 2 P a g e Town of Mattawa Asset Management Plan Executive Summary This Asset Management Plan is intended to describe the infrastructure owned, operated,

More information

Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified.

Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Asset management Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Data is about more than numbers. It tells

More information

GAO U.S. INFRASTRUCTURE. Funding Trends and Federal Agencies Investment Estimates. Testimony

GAO U.S. INFRASTRUCTURE. Funding Trends and Federal Agencies Investment Estimates. Testimony GAO For Release on Delivery Expected at 3:00 p.m. EST Monday July 23, 2001 United States General Accounting Office Testimony Before the Subcommittee on Transportation and Infrastructure, Committee on Environment

More information

2013-2015. Milwaukee Metropolitan Sewerage District STRATEGIC PLAN

2013-2015. Milwaukee Metropolitan Sewerage District STRATEGIC PLAN Milwaukee Metropolitan Sewerage District STRATEGIC PLAN 2013-2015 The Strategic Plan identifies the District s strengths, weaknesses, opportunities, and threats, and provides direction and focus to help

More information

Transportation Asset Management Best Practices for Canada

Transportation Asset Management Best Practices for Canada Primer Transportation Asset Management Best Practices for Canada Introduction Canada ranks seventh in the world in terms of road network size, with a two-lane equivalent length of 1.04 million kilometres,

More information

The Value of Optimization in Asset Management

The Value of Optimization in Asset Management Experience the commitment white PAPER The Value of Optimization in Asset Management Better decisions to help utilities balance costs, risks, opportunities and performance May 2015 cgi.com Improving the

More information

Infrastructure Asset Management Strategy

Infrastructure Asset Management Strategy Infrastructure Asset Management Strategy Strategy Owner Manager Parks and Assets Engineering and Infrastructure Creation Date 27 March 2006 Revision Date 4 March 2015 Please check Council s Intranet to

More information

EXECUTIVE SUMMARY. Asset Management Relationships and Dependencies. Introduction

EXECUTIVE SUMMARY. Asset Management Relationships and Dependencies. Introduction EXECUTIVE SUMMARY Introduction The Asset Management Plan demonstrates sound stewardship of the Region s existing assets to support services at desired levels and to ensure the support of the Region s infrastructure

More information

Infrastructure Asset Management Report

Infrastructure Asset Management Report Infrastructure Asset Management Report From Inspiration to Practical Application Achieving Holistic Asset Management 16th- 18th March 2015, London Supported by Table of contents Introduction Executive

More information

White Paper. www.geodecisions.com

White Paper. www.geodecisions.com White Paper www.geodecisions.com A Geo Spatial Total Asset Management System (TAMS) To Improve Asset Management Decision Making Fall 2013 Abstract This paper describes a Geospatial Total Asset Management

More information

TEC Capital Asset Management Standard January 2011

TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard Tertiary Education Commission January 2011 0 Table of contents Introduction 2 Capital Asset Management 3 Defining

More information

Real property solutions for Federal agencies*

Real property solutions for Federal agencies* Real property solutions for Federal agencies* *connectedthinking For further information, please contact: Department of Homeland Security W. McKay (Mac) Henderson w.mckay.henderson@us.pwc.com 703.918.1282

More information

Managing Capital Assets

Managing Capital Assets Managing Capital Assets A New Emphasis on a Traditional Role By Public Sector Digest Research and Shayne Kavanagh Capital asset management has become a topic of increasing interest for local governments,

More information

Strategic Plan. Valid as of January 1, 2015

Strategic Plan. Valid as of January 1, 2015 Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial

More information

ACHIEVING GREEN IN FEDERAL REAL PROPERTY ASSET MANAGEMENT

ACHIEVING GREEN IN FEDERAL REAL PROPERTY ASSET MANAGEMENT ACHIEVING GREEN IN FEDERAL REAL PROPERTY ASSET MANAGEMENT President s Management Agenda Federal Real Property Asset Management Initiative February 2006 Table of Contents Introduction...1 Background...1

More information

A Green Sector Overview

A Green Sector Overview A Green Sector Overview Micro Hydro Electric Power Ontario's Waterpower Resources: Past and Present The first hydroelectric generator in Canada was installed near Ottawa, which was the first city in North

More information

ASSET MANAGEMENT FOR LOCAL GOVERNMENTS

ASSET MANAGEMENT FOR LOCAL GOVERNMENTS AGLG Perspectives Series Accessible Tools Audit Topic 3 - Tool 2 (July, 2015) ASSET MANAGEMENT FOR LOCAL GOVERNMENTS Key Considerations for Local Government Council, Board Members and Staff to Help You

More information

ASSET MANAGEMENT PLAN Published January 2009

ASSET MANAGEMENT PLAN Published January 2009 San Diego County Water Authority 2 0 1 1 ASSET MANAGEMENT PLAN Published January 2009 4677 Overland Avenue San Diego, CA 92123 858-522-6600 www.sdcwa.org This page intentionally left blank. Table of Contents

More information

Asset Management and Industry Solutions - A Municipal Perspective

Asset Management and Industry Solutions - A Municipal Perspective Asset Management and Industry Solutions - A Municipal Perspective Saidur Rahman, Ph.D., P. Eng. Senior Infrastructure Project Manager Town of Oakville Highlights Municipal Infrastructure in Canada Scope

More information

DISASTER RECOVERY PLANNING FOR CITY COMPUTER FACILITIES

DISASTER RECOVERY PLANNING FOR CITY COMPUTER FACILITIES APPENDIX 1 DISASTER RECOVERY PLANNING FOR CITY COMPUTER FACILITIES March 2008 Auditor General s Office Jeffrey Griffiths, C.A., C.F.E. Auditor General City of Toronto TABLE OF CONTENTS EXECUTIVE SUMMARY...1

More information

Long-Term Asset Management Plan 2011-2021

Long-Term Asset Management Plan 2011-2021 Long-Term Asset Management Plan 2011-2021 Contents Introduction...3 A shared vision...4 Strategic planning to achieve our goals...4 Towards 2031...5 A long-term vision, communicated by our community...5

More information

www.pwc.com Business Resiliency Business Continuity Management - January 14, 2014

www.pwc.com Business Resiliency Business Continuity Management - January 14, 2014 www.pwc.com Business Resiliency Business Continuity Management - January 14, 2014 Agenda Key Definitions Risks Business Continuity Management Program BCM Capability Assessment Process BCM Value Proposition

More information

Aboriginal Affairs and Northern Development Canada. Internal Audit Report. Prepared by: Audit and Assurance Services Branch.

Aboriginal Affairs and Northern Development Canada. Internal Audit Report. Prepared by: Audit and Assurance Services Branch. Aboriginal Affairs and Northern Development Canada Internal Audit Report Audit of Water and Wastewater Infrastructure Prepared by: Audit and Assurance Services Branch Project # 12-10 February 2013 TABLE

More information

Governmentwide Transportation Management Study

Governmentwide Transportation Management Study January 2010 Governmentwide Transportation Management Study SUMMARY OF FINDINGS AND RECOMMENDATIONS DRAFT Management Consultants Where Innovation Operates Agenda Project overview Executive summary Agency

More information

ISO 55000: Why Do We Need a New Standard for Asset Management

ISO 55000: Why Do We Need a New Standard for Asset Management Rx Whitepaper Executive Summary Manufacturing, mining, petroleum, and power generation are some of the most asset-intensive industries in the world. Organizations in these industries and others like them

More information

2010 Project Management Report

2010 Project Management Report 2010 Project Management Report Standardized Best Practices and Technology Adoption in the AEC Industry January 2010 Cindy Jutras Page 2 Executive Summary A difficult economy and global competition leave

More information

LONDON CORPORATE ASSET MANAGEMENT PLAN 2014

LONDON CORPORATE ASSET MANAGEMENT PLAN 2014 LONDON CORPORATE ASSET MANAGEMENT PLAN 2014 ACKNOWLEDGEMENT Acknowledgement The Corporate Asset Management office would like to acknowledge the efforts of the staff of the individual City of London Service

More information

Erik Stromberg Port Management Consultant 9 November 2011

Erik Stromberg Port Management Consultant 9 November 2011 Erik Stromberg Port Management Consultant 9 November 2011 What s Strategic AM? Who s doing it? Why? Approaches to SAM development; AAPA Port Collaborative Approach Discussion Financially, port authorities

More information

Asset Management: How to Get Started! Thomas D. Keown, PE GHD

Asset Management: How to Get Started! Thomas D. Keown, PE GHD Asset Management: How to Get Started! Thomas D. Keown, PE GHD Agenda AM Intro/Background How to Start an Asset Management Program For Your Utility What Is the State of Your Physical Assets? How are Levels

More information

Aligning Natural and Built Infrastructure for

Aligning Natural and Built Infrastructure for Aligning Natural and Built Infrastructure for Houston Climate Resilience National Exercise Program (NEP) Houston Climate Change Preparedness & Resilience Workshop Edmond J. Russo, Jr., PhD, PE, D.CE, D.NE,

More information

Quick Guide: Meeting ISO 55001 Requirements for Asset Management

Quick Guide: Meeting ISO 55001 Requirements for Asset Management Supplement to the IIMM 2011 Quick Guide: Meeting ISO 55001 Requirements for Asset Management Using the International Infrastructure Management Manual (IIMM) ISO 55001: What is required IIMM: How to get

More information

Business Plan: Corporate Asset Management

Business Plan: Corporate Asset Management Business Plan: Corporate Asset Management How does this service contribute to the results identified in the City of London Strategic Plan? A Strong Economy A Sustainable Infrastructure Corporate Asset

More information

STRETCHING BUDGETS WITH LIFECYCLE ASSET MANAGEMENT

STRETCHING BUDGETS WITH LIFECYCLE ASSET MANAGEMENT STRETCHING BUDGETS WITH LIFECYCLE ASSET MANAGEMENT Mark Ricketson Aviation Project Director mark.ricketson@woolpert.com Eric Risner Aviation Project Manager eric.risner@woolpert.com Stretching Budgets

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

Trends in International Moving

Trends in International Moving 95 th ANNUAL CMSA CONVENTION MAY 2013 Trends in International Moving Terry Head, President International Association of Movers IAM Who are we? The largest international trade association and advocacy group

More information

Aligning Asset Management Strategy with Service Level Objectives

Aligning Asset Management Strategy with Service Level Objectives Aligning Asset Management Strategy with Service Level Objectives The successful outcome of an asset management program is the achievement of targeted service levels at the least cost and risk to the utility.

More information

April 17, 2015 SUMMARY OF SUBJECT MATTER

April 17, 2015 SUMMARY OF SUBJECT MATTER April 17, 2015 SUMMARY OF SUBJECT MATTER TO: FROM: RE: Members, Subcommittee on Water Resources and Environment Staff, Subcommittee on Water Resources and Environment Hearing on A Review of the President

More information

Asset Management Optimizing the Life Cycle Cost of Your Assets

Asset Management Optimizing the Life Cycle Cost of Your Assets L:\group\WAT\Asset Management\Marketing Materials\Asset Management_Optimising the Life Cycle Cost of Your Assets.doc 1 Asset Management Optimizing the Life Cycle Cost of Your Assets Asset Management is

More information

DISTRICT OF NORTH VANCOUVER GUIDE TO FINANCIAL STATEMENTS

DISTRICT OF NORTH VANCOUVER GUIDE TO FINANCIAL STATEMENTS DISTRICT OF NORTH VANCOUVER GUIDE TO FINANCIAL STATEMENTS DISTRICT OF NORTH VANCOUVER Our goal at North Vancouver District is to make information sharing and reporting convenient, accessible and relevant

More information

Linking Risk Management to Business Strategy, Processes, Operations and Reporting

Linking Risk Management to Business Strategy, Processes, Operations and Reporting Linking Risk Management to Business Strategy, Processes, Operations and Reporting Financial Management Institute of Canada February 17 th, 2010 KPMG LLP Agenda 1. Leading Practice Risk Management Principles

More information

DEPARTMENT OF THE ARMY CORPS OF ENGINEERS COMPLETE STATEMENT LIEUTENANT GENERAL CARL STROCK CHIEF OF ENGINEERS U. S. ARMY CORPS OF ENGINEERS BEFORE

DEPARTMENT OF THE ARMY CORPS OF ENGINEERS COMPLETE STATEMENT LIEUTENANT GENERAL CARL STROCK CHIEF OF ENGINEERS U. S. ARMY CORPS OF ENGINEERS BEFORE DEPARTMENT OF THE ARMY CORPS OF ENGINEERS COMPLETE STATEMENT OF LIEUTENANT GENERAL CARL STROCK CHIEF OF ENGINEERS U. S. ARMY CORPS OF ENGINEERS BEFORE THE SUBCOMMITTEE ON ENERGY AND WATER DEVELOPMENT COMMITTEE

More information

1. INTRODUCTION... 1 2. PURPOSE OF THE ASSET MANAGEMENT STRATEGY... 2 3. ASSET MANAGEMENT... 3

1. INTRODUCTION... 1 2. PURPOSE OF THE ASSET MANAGEMENT STRATEGY... 2 3. ASSET MANAGEMENT... 3 ASSET MANAGEMENT STRATEGY 2010-2020 November 2009 1. INTRODUCTION... 1 2. PURPOSE OF THE ASSET MANAGEMENT STRATEGY... 2 3. ASSET MANAGEMENT... 3 4. WESTERN AUSTRALIAN ASSET MANAGEMENT IMPROVEMENT PROGRAM

More information

EMC GLOBAL DATA PROTECTION INDEX KEY FINDINGS & RESULTS FOR ITALY

EMC GLOBAL DATA PROTECTION INDEX KEY FINDINGS & RESULTS FOR ITALY EMC GLOBAL DATA PROTECTION INDEX KEY FINDINGS & RESULTS FOR ITALY 1 THE DATA PROTECTION LANDSCAPE ARE YOU ON SOLID GROUND? 2 GLOBAL KEY FINDINGS GLOBALLY, ENTERPRISES ARE LOSING AS MUCH AS $1.7 TRILLION

More information

CGAM022.1/12/10. Asset Management Improvement Strategy 2010

CGAM022.1/12/10. Asset Management Improvement Strategy 2010 Asset Management Improvement Strategy 2010 Version Control Version No. Date Details Author/s 1.0 July 2009 Adopted Strategy 2.0 October 2010 Update TABLE OF CONTENTS OF CONTENTS 4 OF THE ASSET MANAGEMENT

More information

U.S. Army Corps of Engineers Tulsa District

U.S. Army Corps of Engineers Tulsa District U.S. Army Corps of Engineers Tulsa District Mike Abate, PMP. Chief, Civil Works Branch, PPMD April 17, 2015 US Army Corps of Engineers Civil Works Mission Water Supply 50% of Corps water supply contracts

More information

NETWORK OUTPUT MEASURES CONSULTATION

NETWORK OUTPUT MEASURES CONSULTATION NETWORK OUTPUT MEASURES CONSULTATION Great Britain s electricity transmission network transmits high-voltage electricity from where it is produced to where it is needed throughout the country. It broadly

More information

Capital Improvement Program: Public Input and the Need for a Multi-year Plan

Capital Improvement Program: Public Input and the Need for a Multi-year Plan Attachment 1 OFFICE OF THE INDEPENDENT BUDGET ANALYST REPORT Date Issued: September 21, 2012 IBA Report Number: 12-39 Budget and Finance Committee Docket Date: September 26, 2012 Item Number: 8 OVERVIEW

More information

CRD WWTP Business Case Requirements

CRD WWTP Business Case Requirements DRAFT DRAFT DRAFT Overview Purpose of a Business Case CRD WWTP Business Case Requirements The purpose of the business case is to present sufficient information regarding the CRD s Core Area Sewage Treatment

More information

PROJECT MANAGEMENT ROADMAP, 2013-2014. Executive Summary

PROJECT MANAGEMENT ROADMAP, 2013-2014. Executive Summary Review by the Office of Program Evaluation and Government Accountability (OPEGA) Response from the Office of Information Technology (OIT) March 1, 2013 PROJECT MANAGEMENT ROADMAP, 2013-2014 Executive Summary

More information

Solution Overview Better manage environmental, occupational safety, and community health hazards by turning risk into opportunity

Solution Overview Better manage environmental, occupational safety, and community health hazards by turning risk into opportunity Environment, Health and Safety We make it happen. Better. Solution Overview Better manage environmental, occupational safety, and community health hazards by turning risk into opportunity April 2014 A

More information

ASSET MANAGEMENT PLANNING PROCESS

ASSET MANAGEMENT PLANNING PROCESS Filed: -0- EB--0 Tab Page of ASSET MANAGEMENT PLANNING PROCESS.0 INTRODUCTION Hydro One s Asset Management Plan is a systematic approach to determine and optimize on-going operating and maintenance expenditures

More information

Asset Management Excellence Utilising the AMCL Asset Management Excellence Model (AMEM) to achieve world class Asset Management.

Asset Management Excellence Utilising the AMCL Asset Management Excellence Model (AMEM) to achieve world class Asset Management. Excellence Utilising the AMCL Excellence Model (AMEM) to achieve world class. What is Excellence is the culmination of a long history of development in the management of physical assets. It is about asset

More information

USACE Civil Works Infrastructure Investment Trends: Glide-Path to Benign Neglect?

USACE Civil Works Infrastructure Investment Trends: Glide-Path to Benign Neglect? USACE Civil Works Infrastructure Investment Trends: Glide-Path to Benign Neglect? National Waterways Conference Legislative Summit Steven L. Stockton, P.E. Director of Civil Works, U.S. Army Corps of Engineers

More information

American Society of Civil Engineers

American Society of Civil Engineers American Society of Civil Engineers America s drinking water systems face an annual shortfall of at least $11 billion to replace aging facilities that are near the end of their useful lives and to comply

More information

My First 100 Days DoDea s strategic Way Forward

My First 100 Days DoDea s strategic Way Forward My First 100 Days DoDea s strategic Way Forward THOMAS M. BRADY Director, Department of Defense Education Activity Introduction W hen I became DoDEA s Director in March 2014, I developed and shared an

More information

GFMAM Competency Specification for an ISO 55001 Asset Management System Auditor/Assessor First Edition, Version 2

GFMAM Competency Specification for an ISO 55001 Asset Management System Auditor/Assessor First Edition, Version 2 GFMAM Competency Specification for an ISO 55001 Asset Management System Auditor/Assessor First Edition, Version 2 English Version PDF format only ISBN 978-0-9871799-5-1 Published April 2014 www.gfmam.org

More information

ENTERPRISE COMPUTING ENVIRONMENT. Creating connections THROUGH SERVICE & WORKFORCE EXCELLENCE

ENTERPRISE COMPUTING ENVIRONMENT. Creating connections THROUGH SERVICE & WORKFORCE EXCELLENCE ITA Strategic Plan FY 2011 - FY 2016 U.S. Army Information Technology Agency REALIZING The DoD ENTERPRISE COMPUTING ENVIRONMENT Creating connections THROUGH SERVICE & WORKFORCE EXCELLENCE Provide Quality

More information

Detroit Water and Sewerage Department Wastewater Operations Group. Asset Management Program

Detroit Water and Sewerage Department Wastewater Operations Group. Asset Management Program Detroit Water and Sewerage Department Wastewater Operations Group Asset Management Program December 2013 TABLE OF CONTENTS ATTACHMENT II: PREVENTIVE MAINTENANCE PLAN... II ATTACHMENT III: PREDICTIVE MAINTENANCE

More information

New York State 2100 Commission Report: Energy

New York State 2100 Commission Report: Energy New York State 2100 Commission Report: Energy Improving Strength and Resilience Phil Mihlmester New York Bar Association Columbia University Law School New York, NY May 14, 2014 Context: Aftermath of Hurricane

More information

Changing Business Culture The Hardest Part of Implementing Asset Management

Changing Business Culture The Hardest Part of Implementing Asset Management Changing Business Culture The Hardest Part of Implementing Asset Management Ray Yep Water Utility Operations Division Manager Santa Clara Valley Water District 5750 Almaden Expressway San Jose, CA 95118

More information

FROM CONCEPT TO COMPLETION: A DATA WAREHOUSE FOR MEASURING PERFORMANCE WITHIN THE CORPS OF ENGINEERS OPERATIONS AND MAINTENANCE DIVISION

FROM CONCEPT TO COMPLETION: A DATA WAREHOUSE FOR MEASURING PERFORMANCE WITHIN THE CORPS OF ENGINEERS OPERATIONS AND MAINTENANCE DIVISION FROM CONCEPT TO COMPLETION: A DATA WAREHOUSE FOR MEASURING PERFORMANCE WITHIN THE CORPS OF ENGINEERS OPERATIONS AND MAINTENANCE DIVISION James Sissom, Southern Illinois University, jsissom@siu.edu ABSTRACT

More information

U.S. Department of the Treasury. Treasury IT Performance Measures Guide

U.S. Department of the Treasury. Treasury IT Performance Measures Guide U.S. Department of the Treasury Treasury IT Performance Measures Guide Office of the Chief Information Officer (OCIO) Enterprise Architecture Program June 2007 Revision History June 13, 2007 (Version 1.1)

More information

Prepared by. Tamer E. El-Diraby, PhD., PEng. Associate Professor, Sherif N. Kinawy, MSc., EP, Research Assistant. Department of Civil Engineering,

Prepared by. Tamer E. El-Diraby, PhD., PEng. Associate Professor, Sherif N. Kinawy, MSc., EP, Research Assistant. Department of Civil Engineering, Analyzing Approaches Used by Ontario Municipalities to Develop Road Asset Management Plans: Initial Insights Report Prepared by Tamer E. El-Diraby, PhD., PEng. Associate Professor, Sherif N. Kinawy, MSc.,

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY Wattle Range Council ASSET MANAGEMENT STRATEGY Version February 2014 V1 Wattle Range Council Asset Management Strategy Document Control Document Control NAMS.PLUS Asset Management www.ipwea.org.au/namsplus

More information

Understanding the Electric Power Industry s Response and Restoration Process

Understanding the Electric Power Industry s Response and Restoration Process Understanding the Electric Power Industry s Response and Restoration Process Electricity is a crucial product many of us take for granted. We scarcely think about it, unless we don t have it. Because electricity

More information

GAO s High-Risk Program

GAO s High-Risk Program GAO s High-Risk Program Mountains and Plains Intergovernmental Audit Forum September 1, 2015 William Reinsberg U.S. Government Accountability Office Outline Why was the High-Risk Program needed and what

More information

QUALITY MANUAL CUSTOMERS ARE AT THE CENTER OF EVERYTHING WE DO

QUALITY MANUAL CUSTOMERS ARE AT THE CENTER OF EVERYTHING WE DO QUALITY MANUAL CUSTOMERS ARE AT THE CENTER OF EVERYTHING WE DO MOTOROLA SOLUTIONS ENSURES CUSTOMER-CENTRIC SOLUTIONS, DEPENDABLE PRODUCTS AND SERVICES, ON-TIME DELIVERY, AND RELIABLE SUPPORT CUSTOMER-CENTRIC

More information

Performs the Federal coordination role for supporting the energy requirements associated with National Special Security Events.

Performs the Federal coordination role for supporting the energy requirements associated with National Special Security Events. ESF Coordinator: Energy Primary Agency: Energy Support Agencies: Agriculture Commerce Defense Homeland Security the Interior Labor State Transportation Environmental Protection Agency Nuclear Regulatory

More information

Alex Beath and Jody MacIntosh

Alex Beath and Jody MacIntosh Rotman International Journal of Pension Management Volume 6 Issue 1 Spring 2013 Risk-Management Practices at Large Pension Plans: Findings from a Unique 27-Fund Survey Alex Beath and Jody MacIntosh Alex

More information

Assets and the City. Strategies for infrastructure productivity in the urban environment. Global Infrastructure Hub. Shanghai. February 25 th 2016

Assets and the City. Strategies for infrastructure productivity in the urban environment. Global Infrastructure Hub. Shanghai. February 25 th 2016 Assets and the City Strategies for infrastructure productivity in the urban environment Global Infrastructure Hub Shanghai February 25 th 2016 Content 1 City Infrastructure challenges 2 Evolution of City

More information

Customers / Customer Classes Regional / Local Business Organizations Special Interest Groups Peer Companies Financial Community

Customers / Customer Classes Regional / Local Business Organizations Special Interest Groups Peer Companies Financial Community 2013 Use of social media channels has exploded over the last several years. As an example of this growth, Facebook and Twitter now have over one billion and 500 million users worldwide, respectively, while

More information

Creating a Transit Asset Management Program

Creating a Transit Asset Management Program A P T A S T A N D A R D S D E V E L O P M E N T P R O G R A M RECOMMENDED PRACTICE American Public Transportation Association 1666 K Street, NW, Washington, DC, 20006-1215 APTA-SGR-TAM-RP-001-13 Approved

More information

Page 1 of 24. To present the Asset Management Policy 2014 for Council adoption.

Page 1 of 24. To present the Asset Management Policy 2014 for Council adoption. Page 1 of 24 COMMUNITY AND SERVICES SPECIAL COMMITTEE REPORT 9 DECEMBER 2104 AGENDA ITEM 6.1 ASSET MANAGEMENT POLICY 2014 REVIEW Director: Manager: Ian Butterworth Director Infrastructure and Engineering

More information

Glenorchy City Council Asset Management Strategy for Infrastructure Assets

Glenorchy City Council Asset Management Strategy for Infrastructure Assets Glenorchy City Council Asset Strategy for Infrastructure Assets 2014/15 to 2017/18 Version 1.3 June 2014 Glenorchy City Council Asset Strategy for Infrastructure Assets Document Control Document Control

More information

The Corporation of the Municipality of Callander. Asset Management Plan

The Corporation of the Municipality of Callander. Asset Management Plan The Corporation of the Municipality of Callander Asset Management Plan April 2014 1 Index A) Executive Summary P. 3 B) Introduction P. 4 C) State of Local Infrastructure P. 7 D) Expected Levels of Service

More information

Department of the Interior Site-Specific Asset Business Plan (ABP) Model Format Guidance

Department of the Interior Site-Specific Asset Business Plan (ABP) Model Format Guidance I. Purpose The Site-Specific Asset Business Plan (ABP) model format provided in this guidance is to aid the bureaus asset managers in structuring the requirements of the ABP that best support the Bureau

More information

December 14, 2007. Sincerely, Charles T. Follin, PMP President. Page 1 of 5

December 14, 2007. Sincerely, Charles T. Follin, PMP President. Page 1 of 5 December 14, 2007 Department of Transportation Federal Transit Administration Federal Transit Administration HQ Attn: Mr. John Bardwell 1200 New Jersey Avenue, SE Washington, DC 20590 Reference: Reference

More information

INCORPORATING CONDITION ASSESSMENT INTO A COMPREHENSIVE ASSET MANAGEMENT PROGRAM

INCORPORATING CONDITION ASSESSMENT INTO A COMPREHENSIVE ASSET MANAGEMENT PROGRAM INCORPORATING CONDITION ASSESSMENT INTO A COMPREHENSIVE ASSET MANAGEMENT PROGRAM Tony Urquhart Vice President MWH Business Solutions Suite 700, 380 Interlocken Crescent Broomfield, CO 80304 ABSTRACT In

More information

reliable essential service, an affordable public good and a vital ingredient in the city s quest for liveability and sustainability.

reliable essential service, an affordable public good and a vital ingredient in the city s quest for liveability and sustainability. SMRT CORPORATION CEO SPEAKS ON IMPROVING RAIL NETWORK PERFORMANCE FOR GREATER PASSENGER CONVENIENCE AND MOBILITY DURING THE ASIA PACIFIC RAIL 2014 IN HONG KONG ON 19 MARCH 2014 When we think about rail

More information

4 Adoption of Asset Management Policy and Strategy

4 Adoption of Asset Management Policy and Strategy 4 Adoption of Asset Management Policy and Strategy Abstract The report recommends the adoption of an updated Asset Management Policy 2014 and an Asset Management Strategy 2014-2019. Both documents are

More information

Call Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices

Call Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices Energy, Utilities and Chemicals the way we see it Call Center Optimization Utility retail competition is about customer satisfaction, and not just retail prices Customers critical awareness; emancipation

More information

PERFORMANCE-BASED BUDGETING METHODOLOGY AND TOOLS

PERFORMANCE-BASED BUDGETING METHODOLOGY AND TOOLS LEARN HOW TO LINK YOUR BUDGET DECISIONS WITH STRATEGIC OUTCOMES In this time of economic instability, citizens want real-time updates on the financial decisions and budget allocations made by their local

More information

BUSINESS PLAN. 2012/13 to 2014/15 LAND TITLE AND SURVEY AUTHORITY OF BC

BUSINESS PLAN. 2012/13 to 2014/15 LAND TITLE AND SURVEY AUTHORITY OF BC BUSINESS PLAN 2012/13 to 2014/15 LAND TITLE AND SURVEY AUTHORITY OF BC TABLE OF CONTENTS Message from the Chair of the Board of Directors and the President and Chief Executive Officer 01 Business Priorities

More information

Canada School of Public Service 2012-13. Departmental Performance Report

Canada School of Public Service 2012-13. Departmental Performance Report Canada School of Public Service Departmental Performance Report Original version signed by: The Honourable Tony Clement President of the Treasury Board and Minister for the Federal Economic Development

More information

Asset Management Highway Division Plan

Asset Management Highway Division Plan Asset Management Highway Division Plan 3/17/15 Leading the Nation in Transportation Excellence 1 U.S. Transportation Agencies Challenges Rising Costs Higher customer demand for better and safer roads Highly

More information

PUTTING IT ALL TOGETHER: INTEGRATING MASTER PLANNING WITH ASSET MANAGEMENT

PUTTING IT ALL TOGETHER: INTEGRATING MASTER PLANNING WITH ASSET MANAGEMENT PUTTING IT ALL TOGETHER: INTEGRATING MASTER PLANNING WITH ASSET MANAGEMENT Jeffrey B. Stillman, P.E., Practice Leader (Main Author/Presenter) Kevin T. Laptos, P.E., Regional Planning Leader Kent A. Lackey,

More information

Operations, Maintenance and Monitoring Branch Status Update

Operations, Maintenance and Monitoring Branch Status Update Operations, Maintenance and Monitoring Branch Status Update Presentation to Committee of the Whole Brett Bloxam Director, Operations, Maintenance and Monitoring March 20, 2014 #5405920 Agenda Overview

More information

Civil Works - FY 2015 CROmnibus & FY 2016 Budget

Civil Works - FY 2015 CROmnibus & FY 2016 Budget Civil Works - FY 2015 CROmnibus & FY 2016 Budget Mark L. Mazzanti Chief, Programs Integration Division Civil Works Directorate, HQUSACE US Army Corps of Engineers BUILDING STRONG 1 BUILDING STRONG USACE

More information

WATE R O&M S E RV I CE S An asset management perspective

WATE R O&M S E RV I CE S An asset management perspective WATE R O&M S E RV I CE S An asset management perspective Smart asset management solutions create long term value With more than 150 years of water industry experience and responsibility for operations

More information